Digital Leadership and Corporate Sustainability: An Integrated Framework of Mechanisms and Contingencies

Abstract

In the context of global climate governance and the dual-carbon transition, corporate sustainability has become a central strategic priority. As a critical capability in the digital economy, digital leadership is increasingly recognized as a key driver of sustainable development; however, its underlying mechanisms and boundary conditions remain insufficiently theorized. Drawing on upper echelons theory, dynamic capabilities theory, the resource-based view, and stakeholder theory, this study develops an integrated theoretical framework to explain how digital leadership shapes corporate sustainability.The framework identifies four core dimensions of digital leadership—digital mindset, resource integration, strategic innovation, and organizational empowerment—and proposes that digital leadership influences sustainability both directly and indirectly through multiple mediating mechanisms, including green technology innovation, business model innovation, organizational resilience, and employee green self-efficacy. Furthermore, the effectiveness of these mechanisms is contingent upon contextual factors such as supply chain concentration, digital infrastructure, agency costs, board characteristics, and environmental dynamism. This study contributes to the literature by integrating fragmented perspectives into a coherent framework, clarifying the multilevel mechanisms linking digital leadership to sustainability, and highlighting the contingent conditions shaping these relationships. The findings offer theoretical insights and practical implications for firms seeking to leverage digital leadership for sustainable development.